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But the phrase “keen judgment” shouldn’t be taken lightly: This and the next chapter outline a process for investing in your digital enterprise, but all the LVT charts in the world won’t make up for poor judgment. There is no magic formula for transforming your organization. Perhaps we need to add a caveat to our quest for courageous executives: They need good judgment as well as courage.
Second, develop actionable, outcome-oriented MoS that clearly indicate progress as the delivery process unfolds, not at the end.
Once work is under way, you apply value-driven, short-iteration, lightweight governance to steer the portfolio of investments toward the stated vision.
using MoS in EDGE: MoS help leadership shape and align the work, without prescribing a specific solution. MoS replace deliverables as the primary description of what is expected from the team doing the work. MoS are used throughout the delivery process to demonstrate progress, prioritize work, and support decision making on incremental funding.
Business Benefits Revenue, profit, market share, and time to market are measures of benefits that are desirable to the organization, but not something a customer sees as valuable. Often benefits are useful as “guardrails” to keep the customer-focused team from giving away the store.
Measurements of activity should never be used to evaluate goal, bet, or initiative value.
All bets for a given goal should contribute to the MoS of the goal. At the same time, each bet should have some unique MoS or a unique effect on its parent MoS that distinguishes it from the other bets in that goal.
To reduce the risk of leading the organization down the wrong path, prioritization should be done on a regular cadence and based on customer value.
In EDGE, an organization uses the MoS to describe the outcome it wants from each portfolio, and it uses those MoS to rank and prioritize the work in the portfolio.
